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Chap001[1]

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  • 1. Part 1 The Nature of Staffing Chapter 1: Staffing Models and Strategy McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
  • 2. Organization Strategy HR and Staffing Strategy Staffing Policies and Programs Staffing System and Retention Management Support Activities Legal compliance Planning Job analysis Core Staffing Activities Recruitment: External, internal Selection: Measurement, external, internal Employment: Decision making, final match Organization Mission Goals and Objectives Staffing Organizations Model 1-2
  • 3. 1-3 Chapter Outline  Nature of Staffing  The Big Picture  Definition of Staffing  Implications of Definition  Staffing System Examples  Staffing Models  Staffing Quantity: Levels  Staffing Quality: Person/Job Match  Staffing Quality: Person/Organization Match  Staffing Models  Staffing System Components  Staffing Organizations  Staffing Strategy  Staffing Levels  Staffing Quality  Staffing Ethics  Plan for Book
  • 4. 1-4 Discussion Questions for This Chapter  What would be the potential problems with a staffing process in which vacancies were filled:  On a lottery basis from among job applicants?  On a first come-first hired basis?  What would be the advantages of using one of the above processes?  Would it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why?  How are staffing activities influenced by training or compensation activities?  Are some of the 13 strategic staffing decisions more important than others? Which ones? Why?
  • 5. 1-5 The Big Picture  Organizations are combinations of physical, financial, and human capital  Human capital  Knowledge, skills and abilities of people  Their motivation to do the job  Scope of human capital  An average organization’s employee cost (wages or salaries and benefits) is over 25% of its total revenue  Organizations that capitalize on human capital have a strategic advantage over their competitors
  • 6. 1-6 Nature of Staffing  Definition  “Staffing is the process of acquiring, deploying, and retaining a workforce of sufficient quantity and quality to create positive impacts on the organization’s effectiveness.”  Implications of definition  Acquire, deploy, retain  Staffing as a process or system  Quantity and quality issues  Organization effectiveness
  • 7. 1-7 Nature of Staffing: Importance to Organizational Effectiveness  Quotes from organization leaders  Staffing is absolutely critical to the success of every company  Gail Hyland-Savage, COO, Michaelson, Connor, & Bowl  The new economy, very much the Internet and the entrepreneurial opportunities it created intensified the competition for outstanding people.  Rajat Gupta, Managing Director, McKinsey and Company  I think about this in hiring, because our business all comes down to people…In fact, when I’m interviewing a senior job candidate, my biggest worry is how good they are at hiring. I spend at least half the interview on that.  Jeff Bezos, CEO, Amazon  When you get the best people, you don’t have to worry as much about execution, because they make it happen  Larry Johnston, Albertson’s
  • 8. 1-8 Discussion Questions  What would be the potential problems with a staffing process in which vacancies were filled:  On a lottery basis from among job applicants?  On a first come-first hired basis?  What would be the advantages of using one of the above processes?
  • 9. 1-9 Staffing Models  Staffing Quantity  Levels  Staffing Quality  Person/Job Match  Person/Organization Match  Staffing System Components  Staffing Organizations
  • 10. 1-10 Exh. 1.2: Staffing Quantity
  • 11. 1-11 Exh. 1.3: Person/Job Match
  • 12. 1-12 Concepts: Person/Job Match Model  Jobs are characterized by their requirements and rewards  Individuals are characterized via qualifications (KSAOS) and motivation  These concepts are not new or faddish, this is an enduring model of staffing  Matching process involves dual match  KSAOs to requirements  Motivation to rewards  Job requirements expressed in terms of both  Tasks involved  KSAOs necessary for performance of tasks  Job requirements often extend beyond task and KSAO requirements
  • 13. 1-13 Exh. 1.4: Person/Organization Match
  • 14. 1-14 Concepts: Person/Organization Match Model  Organizational culture and values  Norms of desirable attitudes and behaviors for employees  New job duties  Tasks that may be added to target job over time  “And other duties as assigned . . . “  Multiple jobs  Flexibility concerns - Hiring people who could perform multiple jobs  Future jobs  Long-term matches during employment relationship
  • 15. 1-15 Discussion Questions  Would it be desirable to hire people only according to the person/job match, ignoring the person/organization match? Why?  How are staffing activities influenced by training or compensation activities?
  • 16. 1-16 Ex 1.5: Staffing System Components
  • 17. 1-17 Components of Staffing Organizations Model  Organizational strategy  Mission and vision  Goals and objectives  HR strategy  Involves key decisions about size and type of workforce to be  Acquired  Trained  Managed  Rewarded  Retained  May flow from organizational strategy  May directly influence formulation of organization strategy
  • 18. 1-18 Components of Staffing Organizations Model (continued)  Staffing strategy  An outgrowth of the interplay between organization and HR strategy  Involves key decisions regarding acquisition, deployment, and retention of organization’s workforce  Guide development of recruitment, selection, and employment programs  Support activities  Serve as foundation for conduct of core staffing activities  Core staffing activities  Focus on recruitment, selection, and employment of workforce  Staffing and retention system management
  • 19. 1-19 What is Staffing Strategy?  Definition  Requires making key decisions about acquisition, deployment, and retention of a company’s workforce  Involves making 13 key decisions  Decisions focus on two areas  Staffing levels  Staffing quality
  • 20. 1-20 Exh. 1.7 Strategic Staffing Decisions  Staffing Levels  Acquire or Develop Talent  Hire Yourself or Outsource  External or Internal Hiring  Core or Flexible Workforce  Hire or Retain  National or Global  Attract or Relocate  Overstaff or Understaff  Short- or Long-term Focus  Staffing Quality  Person/Job or Person/Organization match  Specific or general KSAOs  Exceptional or acceptable workforce quality  Active or passive diversity
  • 21. 1-21 Discussion Question  Are some of the 13 strategic staffing decisions more important than others? Which ones? Why?
  • 22. 1-22 Ex 1.8: Suggestions for Ethical Staffing Practice  Represent the organization’s interests.  Beware of conflicts of interest.  Remember the job applicant.  Follow staffing policies and procedures.  Know and follow the law.  Consult professional codes of conduct.  Shape effective practice with research results.  Seek ethics advice.
  • 23. 1-23 Ethical Issues  Issue 1  As a staffing professional in the human resources department or as the hiring manager of a work unit, explain why it is so important to represent the organization’s interests, and what are some possible consequences of not doing so?  Issue 2  One of the strategic staffing choices is whether to pursue workforce diversity actively or passively. First suggest some ethical reasons for the active pursuit of diversity, and then suggest some ethical reasons for a more passive approach.
  • 24. 1-24 Plan of the Course & the Book  Part 1: Nature of Staffing (Ch. 1)  Part 2: Support Activities (Ch. 2, 3, 4)  Part 3: Recruitment (Ch. 5, 6)  Part 4: Selection (Ch. 7, 8, 9, 10)  Part 5: Employment (Ch. 11, 12)  Part 6: Staffing System & Retention Management (Ch. 13, 14)